Conveying Purpose - Effective Kronos Training

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Conveying Purpose - Effective Kronos Training

We just spoke regarding efficiency and what a truly efficient training plan is. So what is an effective training plan? How can effectiveness be ensured? Effectiveness and efficiency not the same thing. A training plan can be extremely effective, but not efficient. A good example of this would be a classroom-based training program. A great event solution for some training programs.  But what about learner scheduling? Is this still a great solution when no more than three or four learners can commit to any class. Is this an effective solution? Definitely. Is it efficient? Hardly. 

A training program can also be efficient, but not effective. Think of a pre-recorded distance-learning event. Learners only have to access the organization network to review the deliverable. Quick and easy. Fits into anyone's schedule and all of the information needed is presented. Total efficiency. Still, how is learning verified? How is attendance tracked? How do we keep the learner from reading today's paper and eating a donut while "participating?" Does this deliverable allow for active participation? You can't really manage participation, at least in the active sense. There are always work arounds, but the point here is that some deliverables are really efficient, and some are effective. We want both.   

In the Kronos Training Zen method, effectiveness and efficiency are intertwined. It is impossible to follow Training Zen without incorporating both. This article revolves around the qualification of effective training; but it is important to note the relationship between the two. They are both along for the ride; peanut butter and jelly, salt and pepper, green eggs and ham.   

So, how is your Training Zen training model effective? There are several ways.

Proper Analysis - By thoroughly analyzing the needs of the organization, it is possible to answer the big questions:

  1. Who (Discover and group users by similarly performed functions in the application)

  2. What (Determine what those user groups need to know)

  3. Where (Determine the training environment)

  4. When (Determine the timeline for the project and its affect on the training program)

  5. How (Determine what type of training deliverables will work best for the learners of this organization)

By answering these big questions, an organization has the information necessary to create a training program that is uniquely suited to that organization, therefore the program will be specific in delivery and in content.  This uniqueness and specificity are integral to an effective training program. 

Learner Input - Several tenets of the Training Zen method have been mentioned previously. One of them is useful here: "No one can understand how Kronos Workforce Central will change a job better than someone who does that job." Incorporating real world experience is absolutely necessary to the Training Zen method and paramount to the success of your training program. Employee involvement is factored into the Kronos implementation to varying degrees. Some organizations get employee input at the start of the implementation, then again at the analysis phase. Others get more involved, even to the point of using employees to teach or assist in training events. The more employees are involved, generally the better the final deliverable will be. 

Focused Perspective - By using the Training Zen approach for your Kronos WFC implementation, you have the ability to truly customize the material, and incorporate information above and beyond only Timekeeper specific tasks. For example, organizations who are just implementing Kronos Workforce Central for the first time may consider changes to several of their Payroll and Human Resource policies and procedures. With a custom deliverable, that organization can incorporate those new policies and procedures where and when appropriate.  For example, if a new rounding policy is instituted, it would be appropriate to include that new policy when instructing on in and out punches. Even if no changes are made, there is value to incorporating current policy and procedure in the training materials. As long as the included information is pertinent to the task being covered it should be considered for inclusion.   

The effectiveness is there. The efficiency is there. When developed together synergistically, they improve every aspect of a training program.   


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